This document provides guidance on interviewing and hiring people with disabilities. It discusses qualifications for protected individuals under the ADA, conducting accessible interviews, reasonable accommodations, employer and employee responsibilities regarding accommodations, and etiquette tips for interacting with people with different types of disabilities. The goal is to educate employers on inclusive hiring practices that comply with anti-discrimination laws and allow qualified candidates with disabilities to demonstrate their abilities.
Accommodation Conversation: Strategies for Effective ADA Reasonable Accommoda...America's Job Exchange
America's Job Exchange (AJE) hosted a webinar in August to discuss provisions of the Americans with Disabilities Act (ADA). A hallmark of the ADA is the provision of reasonable accommodation to ensure equality in the workplace. This webinar will discuss what is reasonable accommodation. How is disclosure of disability handled? What are my responsibilities when someone discloses? Many employers consider the ADA too "mysterious" to understand. This session will "de-mystify" the ADA by providing practical information on ADA rights and responsibilities.
This webinar will covered:
-Reasonable accommodations as they relate to essential job functions
-Employer obligations when someone discloses a disability
-What protections do I have as an employer under ADA
The document summarizes key aspects of disability discrimination law under the Americans with Disabilities Act (ADA). It defines a qualified individual with a disability as someone who can perform essential job functions with or without reasonable accommodation. Reasonable accommodation may include adapting workspaces or adjusting schedules. Employers must provide accommodation to known disabilities unless it poses an undue hardship. Employers cannot discriminate in hiring and can only reject applicants if no accommodation exists or the person poses a direct safety threat. The document provides guidance for employers to avoid liability, including focusing on abilities rather than limitations and engaging in interactive discussions of accommodation needs.
Evidence Based Practice Interview PracticesMark Ambler
This document provides guidance on evidence-based interview practices for nurse managers. It discusses using behavioral science evidence and best practices to make hiring decisions. The goals of an interview are to hire the right candidate and avoid lawsuits by being aware of discrimination laws and using consistent practices. Managers should be educated on Title VII and other laws, ask only job-related questions, take accurate notes, and avoid discussions of protected classes. Behavioral questions and treating candidates professionally are recommended. Evidence-based management involves questioning current practices and policies, reviewing relevant research literature, and applying new evidence-based approaches to improve outcomes.
This document discusses involuntary employee terminations. It defines layoffs as temporary separations due to lack of work, while discharges are usually permanent due to policy violations or poor performance. Laws like Title VII protect employees from termination based on attributes like race or gender. Documentation of performance issues, warnings, and investigations is important to show terminations were lawful and consistent with company policy. A termination meeting should be planned, direct about the reason, and include escorting the employee off premises afterwards.
Best Practices When Issuing Discipline and TerminationsG&A Partners
If you ask any manager what their least favorite part of their job is, odds are one of the top answers will be about firing or reprimanding employees. Having to terminate or discipline an employee is perhaps one of the most uncomfortable and unpleasant parts of being a manager. In this webinar, Sean O'Donnell, one of G&A Partners' HR experts, will talk about some best practices and potential legal pitfalls for managers when issuing employee disciplinary actions and terminations.
This document summarizes recent developments and limits on an employer's duty to accommodate employees based on human rights legislation. It discusses principles of accommodation, including establishing undue hardship and an employee's duty to assist. It then analyzes recent cases that set limits on accommodation, such as not requiring promotion of an unqualified employee, offering a reasonable alternative position rather than an employee's preferred role, and not accommodating when an employee fails to provide requested medical documentation. The key points are that accommodation must manage each case individually without undue hardship, employees are due reasonable but not perfect accommodation, and employees must accept reasonable options offered rather than dictate the solution.
The document discusses when and how to disclose a disability to an employer. It notes that disclosing allows one to receive accommodations but could lead to discrimination. The key times to disclose are during the interview if accommodations are needed, after receiving a job offer to ensure qualifications are considered, or during employment if accommodations become necessary. It is important to focus on abilities, experience accommodations one has used, and anticipated needs, without sharing unnecessary details about the disability itself. Proper disclosure can protect rights and improve work performance with accommodations.
This document provides guidance on interviewing and hiring people with disabilities. It discusses qualifications for protected individuals under the ADA, conducting accessible interviews, reasonable accommodations, employer and employee responsibilities regarding accommodations, and etiquette tips for interacting with people with different types of disabilities. The goal is to educate employers on inclusive hiring practices that comply with anti-discrimination laws and allow qualified candidates with disabilities to demonstrate their abilities.
Accommodation Conversation: Strategies for Effective ADA Reasonable Accommoda...America's Job Exchange
America's Job Exchange (AJE) hosted a webinar in August to discuss provisions of the Americans with Disabilities Act (ADA). A hallmark of the ADA is the provision of reasonable accommodation to ensure equality in the workplace. This webinar will discuss what is reasonable accommodation. How is disclosure of disability handled? What are my responsibilities when someone discloses? Many employers consider the ADA too "mysterious" to understand. This session will "de-mystify" the ADA by providing practical information on ADA rights and responsibilities.
This webinar will covered:
-Reasonable accommodations as they relate to essential job functions
-Employer obligations when someone discloses a disability
-What protections do I have as an employer under ADA
The document summarizes key aspects of disability discrimination law under the Americans with Disabilities Act (ADA). It defines a qualified individual with a disability as someone who can perform essential job functions with or without reasonable accommodation. Reasonable accommodation may include adapting workspaces or adjusting schedules. Employers must provide accommodation to known disabilities unless it poses an undue hardship. Employers cannot discriminate in hiring and can only reject applicants if no accommodation exists or the person poses a direct safety threat. The document provides guidance for employers to avoid liability, including focusing on abilities rather than limitations and engaging in interactive discussions of accommodation needs.
Evidence Based Practice Interview PracticesMark Ambler
This document provides guidance on evidence-based interview practices for nurse managers. It discusses using behavioral science evidence and best practices to make hiring decisions. The goals of an interview are to hire the right candidate and avoid lawsuits by being aware of discrimination laws and using consistent practices. Managers should be educated on Title VII and other laws, ask only job-related questions, take accurate notes, and avoid discussions of protected classes. Behavioral questions and treating candidates professionally are recommended. Evidence-based management involves questioning current practices and policies, reviewing relevant research literature, and applying new evidence-based approaches to improve outcomes.
This document discusses involuntary employee terminations. It defines layoffs as temporary separations due to lack of work, while discharges are usually permanent due to policy violations or poor performance. Laws like Title VII protect employees from termination based on attributes like race or gender. Documentation of performance issues, warnings, and investigations is important to show terminations were lawful and consistent with company policy. A termination meeting should be planned, direct about the reason, and include escorting the employee off premises afterwards.
Best Practices When Issuing Discipline and TerminationsG&A Partners
If you ask any manager what their least favorite part of their job is, odds are one of the top answers will be about firing or reprimanding employees. Having to terminate or discipline an employee is perhaps one of the most uncomfortable and unpleasant parts of being a manager. In this webinar, Sean O'Donnell, one of G&A Partners' HR experts, will talk about some best practices and potential legal pitfalls for managers when issuing employee disciplinary actions and terminations.
This document summarizes recent developments and limits on an employer's duty to accommodate employees based on human rights legislation. It discusses principles of accommodation, including establishing undue hardship and an employee's duty to assist. It then analyzes recent cases that set limits on accommodation, such as not requiring promotion of an unqualified employee, offering a reasonable alternative position rather than an employee's preferred role, and not accommodating when an employee fails to provide requested medical documentation. The key points are that accommodation must manage each case individually without undue hardship, employees are due reasonable but not perfect accommodation, and employees must accept reasonable options offered rather than dictate the solution.
The document discusses when and how to disclose a disability to an employer. It notes that disclosing allows one to receive accommodations but could lead to discrimination. The key times to disclose are during the interview if accommodations are needed, after receiving a job offer to ensure qualifications are considered, or during employment if accommodations become necessary. It is important to focus on abilities, experience accommodations one has used, and anticipated needs, without sharing unnecessary details about the disability itself. Proper disclosure can protect rights and improve work performance with accommodations.
This document provides a summary of the Family and Medical Leave Act (FMLA) including:
- Employers with 50 or more employees are covered by the FMLA
- Eligible employees are those who have worked for their employer for 12 months and 1,250 hours in the last year
- The FMLA provides up to 12 weeks of unpaid, job-protected leave per year for qualified medical and family reasons
- Employers can require employees to substitute accrued paid leave for unpaid FMLA leave.
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
This document summarizes an employment law seminar on reasonable accommodations under the Americans with Disabilities Act (ADA). It discusses how employers must provide reasonable accommodations to employees with disabilities to allow them to perform essential job functions. The seminar covered what constitutes a reasonable accommodation, the interactive process between employer and employee to discuss accommodations, and limitations on accommodations including not eliminating essential job functions or imposing undue hardship. It emphasizes that accommodation decisions may be evaluated by a jury, so employers should consider how they would explain such decisions.
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
The document discusses the City of Topeka's policies on discrimination and harassment in the workplace. It states that the city is committed to a discrimination and harassment-free work environment and all employees are expected to conduct themselves professionally and not engage in discriminatory or harassing behavior. It defines discrimination, workplace harassment, and sexual harassment and provides examples. It emphasizes the importance of reporting such issues and outlines the investigation and disciplinary procedures. The presentation aims to educate employees on identifying and preventing discrimination and harassment.
The document provides a six step model for resolving issues under the Americans with Disabilities Act (ADA). It begins with determining if the individual meets qualification standards, then if they are disabled as defined by the ADA. Next it addresses whether the individual can perform essential job functions with or without reasonable accommodation. It notes accommodations cannot cause undue hardship or pose a direct threat of harm. The document also discusses pre-employment inquiries and issues related to physical exams and drug screens under the ADA.
The selection process involves identifying candidates with the relevant qualifications, skills, and competencies to fill jobs. It is critical because an organization's performance depends on its employees. Hiring the right employees is important and costly, while incompetent hiring could significantly impact an organization. The selection process generally includes initial screening of applications, employment tests, interviews, background and reference checks, medical examinations, and making conditional and permanent job offers. It is better to not select a candidate than select a bad candidate, so organizations should systematically verify applicant information and reject those with false statements or criminal convictions related to the job.
Pre-employment testing involves assessing applicants' abilities and traits to determine if they are suited for particular jobs. While tests can help match individuals to roles and protect against negligent hiring, they also carry risks of screening out qualified candidates and failing to predict future job performance. Common types of pre-employment tests examine drugs, psychology, personality, integrity, and physical abilities.
The document discusses the processes of recruitment, selection, orientation, and placement in organizations. Selection refers to picking the right candidate from a pool of applicants and involves rejecting some. The key steps in selection are screening applicants, conducting tests and interviews, checking references, and making a job offer. Effective selection can be challenging due to human biases and limitations. Orientation involves introducing new employees to their job, coworkers, and organization. Placement matches employees' skills and interests to appropriate jobs.
Disability Accomodation: A Practical Approach 2012RyanSwansonLaw
The document discusses disability accommodations under the Americans with Disabilities Act and Washington Law Against Discrimination. It defines a disability as a physical or mental impairment that substantially limits major life activities. Employers must provide reasonable accommodations to allow employees to perform essential job functions when aware of an employee's disability, such as modifying facilities, restructuring jobs, or reassigning employees to open positions. However, accommodations are not required if they pose an undue hardship on the employer's business. The employer and employee should engage in an interactive process to determine effective accommodations.
Compliance Overview - Americans with Disabilities Act (ADA)ntoscano50
The Americans with Disabilities Act (ADA) is a federal law that makes it illegal for covered employers to discriminate against qualified individuals with disabilities in all employment practices, such as recruitment, compensation, hiring and firing, job assignments, training, leave and benefits. Employers with 15 or more employees are covered by the ADA.
The ADA requires a covered employer to provide a reasonable accommodation to an employee or job applicant with a disability, unless doing so would impose an undue hardship on the operation of the employer's business. Reasonable accommodation might include, for example, making the workplace accessible for wheelchair users or providing a reader or interpreter for someone who is blind or hearing impaired.
This document discusses the use of references and letters of recommendation for employee selection. It describes references as a way to confirm details on resumes, check for discipline problems, discover new information about applicants, and predict future job performance. However, references have limitations in predicting performance due to leniency, lack of knowledge about applicants, low reliability between references, and influence of extraneous factors like letter length. Specific examples in letters are better than generalities for predicting performance.
The document discusses the key steps in the employee selection process. It begins by defining selection as determining which applicants meet job requirements and can be offered vacant positions. Departments submit personnel requisition forms specifying positions, job specifications, and required qualities. The selection process then involves establishing procedures, identifying criteria, gathering applicant information, and making communication decisions. The HR department screens applicants and submits qualified candidates to operating departments for final hiring decisions. Selection aims to match applicant qualities to job requirements through tests and interviews assessing both social and task abilities. The process eliminates applicants through a series of hurdles like application reviews. The HR manager must devise valid selection instruments.
This document summarizes the key points of a seminar on ADA issues arising from the COVID-19 pandemic. It discusses how the ADA applies to disability-related inquiries, medical examinations, reasonable accommodations, and protective measures in the workplace during the pandemic. The document provides an overview of the ADA and outlines considerations and guidelines for employers in complying with the ADA as they navigate workplace policies and procedures during the COVID-19 crisis.
Selection is the process of choosing job applicants with the relevant qualifications to fill positions in an organization. It involves obtaining information about applicants to determine who should be hired. The selection process generally involves initial screening, application forms, testing, interviews, background checks, and sometimes physical examinations. The goal is to select employees who are the best fit for both the specific job and the broader organization in terms of skills, interests, values, and other characteristics. This ensures high productivity, motivation to stay, customer satisfaction, and the ability to implement the company's strategy.
Applying for Employment With a Disability: Reasonable Accomodations, Undue Ha...Richard Celler
Unfortunately, individuals who have a real or perceived disability continue to suffer discrimination in the workplace though, hindering their ability to earn a living and enjoy an independent life. Learn more about employment with a disability in this presentation.
This document provides guidance on conducting legal and effective job interviews. It outlines important topics like avoiding discrimination, asking appropriate questions, screening applicants, documenting the interview, developing different types of questions, and structuring the interview. Employers are advised to prepare well, ask job-related questions consistently, document interviews factually, and make hiring decisions solely based on qualifications for the open position.
This document provides guidance for conducting job interviews at the University of Florida. It discusses preparing for the interview by developing hiring criteria and questions. During the interview, the introduction should explain the agenda and take notes. Questions should be job-related, nondiscriminatory, and the same for all applicants. At the end, summarize the discussion and next steps before thanking the candidate.
This document provides a summary of the Family and Medical Leave Act (FMLA) including:
- Employers with 50 or more employees are covered by the FMLA
- Eligible employees are those who have worked for their employer for 12 months and 1,250 hours in the last year
- The FMLA provides up to 12 weeks of unpaid, job-protected leave per year for qualified medical and family reasons
- Employers can require employees to substitute accrued paid leave for unpaid FMLA leave.
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
This document summarizes an employment law seminar on reasonable accommodations under the Americans with Disabilities Act (ADA). It discusses how employers must provide reasonable accommodations to employees with disabilities to allow them to perform essential job functions. The seminar covered what constitutes a reasonable accommodation, the interactive process between employer and employee to discuss accommodations, and limitations on accommodations including not eliminating essential job functions or imposing undue hardship. It emphasizes that accommodation decisions may be evaluated by a jury, so employers should consider how they would explain such decisions.
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
The document discusses the City of Topeka's policies on discrimination and harassment in the workplace. It states that the city is committed to a discrimination and harassment-free work environment and all employees are expected to conduct themselves professionally and not engage in discriminatory or harassing behavior. It defines discrimination, workplace harassment, and sexual harassment and provides examples. It emphasizes the importance of reporting such issues and outlines the investigation and disciplinary procedures. The presentation aims to educate employees on identifying and preventing discrimination and harassment.
The document provides a six step model for resolving issues under the Americans with Disabilities Act (ADA). It begins with determining if the individual meets qualification standards, then if they are disabled as defined by the ADA. Next it addresses whether the individual can perform essential job functions with or without reasonable accommodation. It notes accommodations cannot cause undue hardship or pose a direct threat of harm. The document also discusses pre-employment inquiries and issues related to physical exams and drug screens under the ADA.
The selection process involves identifying candidates with the relevant qualifications, skills, and competencies to fill jobs. It is critical because an organization's performance depends on its employees. Hiring the right employees is important and costly, while incompetent hiring could significantly impact an organization. The selection process generally includes initial screening of applications, employment tests, interviews, background and reference checks, medical examinations, and making conditional and permanent job offers. It is better to not select a candidate than select a bad candidate, so organizations should systematically verify applicant information and reject those with false statements or criminal convictions related to the job.
Pre-employment testing involves assessing applicants' abilities and traits to determine if they are suited for particular jobs. While tests can help match individuals to roles and protect against negligent hiring, they also carry risks of screening out qualified candidates and failing to predict future job performance. Common types of pre-employment tests examine drugs, psychology, personality, integrity, and physical abilities.
The document discusses the processes of recruitment, selection, orientation, and placement in organizations. Selection refers to picking the right candidate from a pool of applicants and involves rejecting some. The key steps in selection are screening applicants, conducting tests and interviews, checking references, and making a job offer. Effective selection can be challenging due to human biases and limitations. Orientation involves introducing new employees to their job, coworkers, and organization. Placement matches employees' skills and interests to appropriate jobs.
Disability Accomodation: A Practical Approach 2012RyanSwansonLaw
The document discusses disability accommodations under the Americans with Disabilities Act and Washington Law Against Discrimination. It defines a disability as a physical or mental impairment that substantially limits major life activities. Employers must provide reasonable accommodations to allow employees to perform essential job functions when aware of an employee's disability, such as modifying facilities, restructuring jobs, or reassigning employees to open positions. However, accommodations are not required if they pose an undue hardship on the employer's business. The employer and employee should engage in an interactive process to determine effective accommodations.
Compliance Overview - Americans with Disabilities Act (ADA)ntoscano50
The Americans with Disabilities Act (ADA) is a federal law that makes it illegal for covered employers to discriminate against qualified individuals with disabilities in all employment practices, such as recruitment, compensation, hiring and firing, job assignments, training, leave and benefits. Employers with 15 or more employees are covered by the ADA.
The ADA requires a covered employer to provide a reasonable accommodation to an employee or job applicant with a disability, unless doing so would impose an undue hardship on the operation of the employer's business. Reasonable accommodation might include, for example, making the workplace accessible for wheelchair users or providing a reader or interpreter for someone who is blind or hearing impaired.
This document discusses the use of references and letters of recommendation for employee selection. It describes references as a way to confirm details on resumes, check for discipline problems, discover new information about applicants, and predict future job performance. However, references have limitations in predicting performance due to leniency, lack of knowledge about applicants, low reliability between references, and influence of extraneous factors like letter length. Specific examples in letters are better than generalities for predicting performance.
The document discusses the key steps in the employee selection process. It begins by defining selection as determining which applicants meet job requirements and can be offered vacant positions. Departments submit personnel requisition forms specifying positions, job specifications, and required qualities. The selection process then involves establishing procedures, identifying criteria, gathering applicant information, and making communication decisions. The HR department screens applicants and submits qualified candidates to operating departments for final hiring decisions. Selection aims to match applicant qualities to job requirements through tests and interviews assessing both social and task abilities. The process eliminates applicants through a series of hurdles like application reviews. The HR manager must devise valid selection instruments.
This document summarizes the key points of a seminar on ADA issues arising from the COVID-19 pandemic. It discusses how the ADA applies to disability-related inquiries, medical examinations, reasonable accommodations, and protective measures in the workplace during the pandemic. The document provides an overview of the ADA and outlines considerations and guidelines for employers in complying with the ADA as they navigate workplace policies and procedures during the COVID-19 crisis.
Selection is the process of choosing job applicants with the relevant qualifications to fill positions in an organization. It involves obtaining information about applicants to determine who should be hired. The selection process generally involves initial screening, application forms, testing, interviews, background checks, and sometimes physical examinations. The goal is to select employees who are the best fit for both the specific job and the broader organization in terms of skills, interests, values, and other characteristics. This ensures high productivity, motivation to stay, customer satisfaction, and the ability to implement the company's strategy.
Applying for Employment With a Disability: Reasonable Accomodations, Undue Ha...Richard Celler
Unfortunately, individuals who have a real or perceived disability continue to suffer discrimination in the workplace though, hindering their ability to earn a living and enjoy an independent life. Learn more about employment with a disability in this presentation.
This document provides guidance on conducting legal and effective job interviews. It outlines important topics like avoiding discrimination, asking appropriate questions, screening applicants, documenting the interview, developing different types of questions, and structuring the interview. Employers are advised to prepare well, ask job-related questions consistently, document interviews factually, and make hiring decisions solely based on qualifications for the open position.
This document provides guidance for conducting job interviews at the University of Florida. It discusses preparing for the interview by developing hiring criteria and questions. During the interview, the introduction should explain the agenda and take notes. Questions should be job-related, nondiscriminatory, and the same for all applicants. At the end, summarize the discussion and next steps before thanking the candidate.
This document provides guidance for conducting interviews for supervisory and managerial positions. It discusses preparing for interviews, including reviewing job requirements and developing job-related questions. It recommends a five-step interview process: introduction, obtaining information, discussing the position, responding to questions, and concluding the interview. The document lists do's and don'ts for questions, potential interview pitfalls, and provides examples of different types of interview questions for various positions.
The document discusses the employee selection process, including defining the steps as job analysis, identifying job requirements, selecting assessment methods, evaluating reliability and validity, and using assessments to evaluate applicants. It also covers interviewing candidates, reference checks, tests of cognitive and physical abilities, and personality assessments. The goal is to outline an effective, legally compliant selection process.
Human Resource Management, Ethics, Organizational CultureSumbal Noureen
Ethics and Employee rights and discipline
Ethics and fair treatment
Individual and organizational factors
Culture
HR methods to promote Ethics
Managing dismissal
Termination interview
This document provides guidance on disability disclosure in the job application process. It discusses when and what information to disclose to a potential employer regarding a disability. The key points are: disclose as late as possible while still allowing time for accommodations; disclose functional limitations and reasonable accommodations needed; and focus the disclosure on qualifications for the job and how any accommodations would allow performance of essential functions.
This document discusses counseling and discipline procedures for improving employee productivity. It defines counseling as face-to-face communication conducted by a supervisor, usually as a first action, while discipline involves penalization and must be conducted by HR, typically as a second action if counseling fails. The document provides guidance for supervisors on gathering facts before reporting issues to HR, common reasons for discipline like time and attendance or performance issues, and considerations for determining appropriate disciplinary penalties. Key steps in disciplinary procedures like investigations, employee rights, and potential outcomes are also outlined.
This document discusses counseling and discipline procedures for improving employee productivity. It defines counseling as face-to-face communication conducted by a supervisor, usually as a first action, while discipline involves penalization and must be conducted by HR, typically as a second action if counseling fails. The document provides guidance for supervisors on gathering facts before reporting issues to HR, common reasons for discipline including attendance, performance, and behavior issues, and considerations for determining appropriate disciplinary penalties.
This document provides an overview and agenda for a workshop on core principles of human resources. The workshop will review the duty to accommodate employees with disabilities, staffing basics like recruiting and compensation, and designing human resources policies. It also presents examples of accommodating employees with disabilities and the responsibilities of both employers and employees in the accommodation process. Key topics include when the duty to accommodate applies, types of accommodations and disabilities, and maintaining confidentiality of employee medical information.
Discipline Discipline Discipline March 2010AngelaRhodes
This document provides guidance on disciplinary procedures and processes. It outlines the need for discipline to maintain standards, addresses when discipline is necessary, and describes the essential features of a disciplinary procedure, such as written warnings, right to representation, and appeals. The document advises that discipline be applied consistently and that employers follow their procedure to avoid potential costly tribunals. It stresses the importance of fair treatment, thorough investigation, and clear communication with employees undergoing the disciplinary process.
Support for Physical Disability, Pathway2work, Supporting families in WalsallThe Pathway Group
Support for Physical Disability is part of the Supporting Families, Pathway2work activities which help families to connect and work through problems together.
If you would like more information about the services that Pathway2work: Supporting Families does please call: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
This document provides a tutorial on conducting behavioral-based interviews. It outlines a six-part process: 1) warm up the applicant, 2) set expectations, 3) ask behavioral questions focusing on competencies and critical success factors, 4) describe and promote the job, 5) allow applicant questions, 6) close by outlining next steps. Key aspects include identifying competencies, asking about specific past experiences, following up for details, and avoiding illegal questions. The goal is to determine if applicants have the skills and motivation for the role.
Staples Rodway's Taranaki HR team explains the importance of getting each part of the people puzzle right.
- Recruitment Process
- Employment Agreements and Contracts
- Performance Management and Disciplinary
- Restructuring and Change Management
- Employment Legislation in New Zeland
This document summarizes a seminar on human resource management focusing on recruitment, selection, and placement. It discusses the importance of an effective hiring process for business success. It defines recruitment, selection, and placement, and outlines the steps in each process from attracting candidates to onboarding new employees. Key aspects covered include developing job descriptions, analyzing roles, interviewing, testing, making offers, negotiating salaries, and integrating new hires. The goal is to implement these processes properly to build a high-quality workforce.
The document summarizes the services, processes, and guidelines of the Montana Human Rights Bureau. It discusses what types of discrimination cases the Bureau handles, the complaint and investigation process, definitions of key terms like harassment and reasonable accommodation, employer responsibilities, and resources for employers and employees.
The document discusses the process of employee selection. It defines selection as the process of identifying and choosing job candidates with the required qualifications. It outlines the main steps in selection which include developing selection tools and procedures, screening applications, conducting interviews and tests, checking references, making offers to candidates, and assimilating new hires into the organization through orientation. The document provides details on different types of interviews, tests, reference and background checks that are used to evaluate candidates and make optimal hiring decisions.
This document provides information about nursing recruitment. It discusses the importance of recruiting qualified nursing staff and having a systematic recruitment process. It outlines steps to take which include precisely defining the job role, finding the right candidates, constructing an attractive compensation package, and providing training. The document also describes using psychometric tests and interviews as part of evaluating candidates, with specifics about structuring interviews and avoiding biases. The goal is to identify candidates with the needed skills and personality fits for the roles.
The document discusses guidelines for conducting job interviews. It begins by defining different types of interviews, such as informal, formal, planned, patterned, non-directive, depth, stress, group, and panel interviews. It then provides guidelines for interviewers, which include establishing job requirement priorities, communicating with human resources, putting together a diverse hiring team, developing a welcoming environment, avoiding personal or illegal questions, documenting the interview process, maintaining a neutral body language, and ensuring all questions are job-relevant. The document emphasizes that interviewers should not discriminate or ask questions about protected characteristics.
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
2. ADA Title I
Employers must ensure that employment
practices do not discriminate against qualified
persons with disabilities in the:
Application process
Recruitment processes
Hiring and advancement opportunities
Training
Compensation
Discharge of an employee
3. ADA Definition of Disability
An Individual with a disability is someone
who……….
Has a physical or mental impairment
that substantially limits one or more
major life activities
Has record of such an impairment, or
Is regarded as having such an
impairment
4. How to Determine If An Individual Is
Qualified:
The Equal Employment Opportunity
Commission (EEOC) has stated that
determining whether an individual with a
disability is “qualified”:
Is made at the time of the employment
decision
Is based upon the ability to perform the
essential job functions (with or without
accommodations)
5. How to Determine If An Individual Is
Qualified: continued…
Cannot be based on concerns that the employee may
become unable to perform essential job functions in
the future or might cause increased health insurance
or worker’s compensation premium
Cannot be based upon stereotypes or speculation
about the person’s disability; and
Must be made based upon valid medical evidence
and on an individualized determination of whether a
particular candidate is qualified to perform a
particular job.
6. Looking for Work
More than 70% of the non-working adults with
disabilities who were studied encountered
difficulties. The most frequently cited reasons for
being discouraged from looking for work were:
No appropriate jobs available-52%
Family responsibilities-34%
Lack of transportation-29%
No appropriate information about jobs-23%
Inadequate training-21.6%
Fear of losing health insurance or Medicaid
20.1%
Discouraged from working by family and friends-14%
7. Identifying Barriers to Employment
Barriers Private Sector % Public Sector %
Lack of related
experience
49 53
Lack of required
skills/training
39 45
Supervisor
knowledge of
accommodation
31 34
Attitudes/
stereotypes
22 43
$ Accommodations 16 19
$ Supervision 12 10
$ Training 9 11
8. Accessibility
Entry into the office:
Accessible parking
Entrance to building
Elevator
Entrance to office
Services outside the office:
Meetings
Group Sessions
Job fairs
Accommodations:
Equipment
Worksite Modifications
Training material
Testing
Public relations materials:
Include mention of policies
affecting accessibility.
9. Four Steps to a
Reasonable Accommodation
Step 1. Identify barrier(s) to equal
opportunity.
Step 2. Identify possible accommodations.
Step 3. Access “reasonableness” i.e.,
its effectiveness and equal
opportunity.
Step 4. Implement most appropriate
accommodation (keeping in mind
undue hardship)
10. Guiding Principles for
Providing Accommodations
Do not stigmatize or disempower the individual
Recognize strengths & contributions to the
organization, respect the individual, & exhibit
willingness to joint problem solve.
Involve the individual in all decisions: Update
periodically.
Accommodations should be voluntary.
Provide an environment where disabilities &
accommodations are accepted, disclosure is not
punished, & an individual’s confidentiality is
respected.
11. What Employers Are Doing In Making
Accommodations
Accommodation
Private Sector
Percent
Public Sector
Percent
Made facilities
accessible
82 93
Had flexible human
resource policy
79 87
Restructured
jobs/work hours
69 86
Made
transportation
accommodations
67 69
Provided written
job instructions
64 93
12. Employers Making Accommodations
continued….
Accommodation
Private Sector
Percent
Public Sector
Percent
Modified work
environment
62 93
Modified equipment 59 90
Made reassignment to
vacant position
46 58
Provided readers and
interpreters
36 79
Changed supervisory
methods
35 55
Modified training
material
31 49
13. Sources of Accommodations
Contacts for interpreter services
Contacts for reader services
Firms that perform complex
equipment modifications
Public agencies that provide
technical assistance
Community organizations that serve
people with disabilities
14. Exceptions to Accommodations
Undue Hardship -is action resulting in significant
difficulty or expense, after considering certain
factors such as the:
Nature and cost of the accommodation needed
Impact of the accommodation upon facility
operation
Overall financial resources of the facility
Overall size of the business
Type of operations including the composition,
structure and function of the workplace
15. Working with Persons
with Disabilities
TWO IMPORTANT ISSUES
1. ATTITUDES, FEARS AND ETIQUETTE
Attitudes cannot be legislated; no civil
rights law can tell persons what to think and
feel.
While attitudes cannot be controlled by
legislation, behavior can be.
2. SEEING PAST THE DISABILITY
16. Etiquette and Protocol
USE COMMOM SENSE
Do not be patronizing
Be considerate and patient
Do not put unnecessary pressure on yourself to know and do
everything “right”
Do not be afraid to offer assistance
Communicate with the person, not his or her interpreter,
companion or assistant
Respect the person’s privacy
Be aware of the language that you use in relation to people
with disabilities
Learn what you can about the proper etiquette and protocol
for relating to persons with specific disabilities
17. Guidelines to Determine Essential
Functions
The job’s purpose
The number of staff who can perform a
function
Special skills required to perform a
function
18. ESSENTIAL FUNCTION BENEFITS
Objective standards for determining
qualifications for positions.
Clarification of the nature of the job by the
placement person, resulting in higher quality
referrals.
Objective hiring decisions and definable
reasons for not selecting an applicant.
To prepare and focus the client for the
interview and the subsequent placement
professional’s contact with the employer
19. Job Analysis
Look at all the individual components of a job.
Make a list of the tasks necessary to perform to
perform the job.
Separate the essential and marginal job
functions.
Describe the actual steps required to complete
the task.
Note the frequency of each step.
Describe the set-up of the work environment.
Identify obstacles within the job or work
environment.
20. Handling the Application
Your company’s regular procedures should be
consistent with the ADA
Note: The ADA prohibits any pre-employment
inquires about disability
Have applications on hand in alternative formats
such as large print on computer disks
If the applicant’s disability prevents them from
filling out an application:
offer assistance in filling out the application; or allow
them to take it home, stating a specific time to return
21. Testing the Applicant
ADA has requirements for testing; includes obligation to
provide reasonable accommodations
Assures tests reflect an individual’s ability to do a job,
rather than the effect of a disability
Mandates testing in ways that do not require use of the
impaired skill, unless the test is designed to measure
that skill
Job applicant is responsible to request an alternative
test format.
EEOC suggest employers inform applicants in advance
that a test will be given
If disability doesn’t interfere, give test the same as other
candidates
Ask applicant for accommodation suggestions
Consult EEOC’s regulations for further guidance
22. Steps to An Employment Interview
Continue/Conclude
Interview
CAN
Complete Reasonable
Accommodation
Checklist
Continue/Conclude
Interview
Ask for Reasonable
Accommodation
Suggests
Discover Disabilty
CANNOT
Review Essentional Functions
Conduct Interview
Greet Applicant
23. Interview Etiquette for Persons With
Disabilities
Shake hands with whatever is offered
Look directly at the applicant
Ask what is the best way to communicate
Speak directly to the person
Do not assume that the person needs assistance
Do not express sympathy or tell the applicant that you
admire their courage
Do not avoid questions because you assume the
applicant is sensitive or fragile
Rule of thumb: make sure that all questions are job
related
Ask questions in a straight forward matter-of-fact
manner
24. During The Interview….
Should you discuss the nature of the
company
Should you discuss and describe the
content of the specific position for
which you are interviewing?
Should you ask if the individual has a
car and a means of getting to work?
25. During The Interview…
Continued
If you notice a disabling condition
(individual use a wheelchair, guide dog,
hearing aid, etc.) should you ask what
caused the disability?
If you notice an obvious disability, can you
ask about accommodations?
Should you send an individual with a
disability for a pre-employment medical
examination?
26. You May Not Ask Questions About:
The nature of the disability
The severity of the disability
The condition causing the disability
Any prognosis or expectations regarding
the condition or disability
Whether the individual will need
treatment or special leave because of
the disability
27. Closing the Interview
Determine if they are a qualified potential
candidate
If not qualified:
State why
Explain what experience others have, which
they lack
Make clear the rejection is due to lack of
qualification, not their disability
No need to refer to the disability
28. Closing the Interview
continued…
For a potentially successful candidate, end with
a visit to the worksite
Understand the tasks to be performed
Discuss accommodations
If you can’t commit right away, say what you
would to any applicant:
“Thanks for coming in. We will be making a
decision shortly and will notify you.”
29. Ways to Reduce Employment Barriers
Effective Reduction
Strategies
Private Sector
Percent
Public Sector
Percent
Management
commitment
81 90
Staff training 32 71
Mentoring 59 71
On-site C/T assistance 58 71
Short term outside
assistance
41 43
Tax incentives/special
budgets
26 69